Leadership Qualities and Behaviours
This framework provides guidance on the qualities and behaviours expected of Leaders and
Managers at Portsmouth Hospitals.
Negative
Personal Credibility
Positive
Visibility, approachable, back bone, courage, resilience,
confidence, role model, challenge bad behaviour, manage poor performance, honesty and integrity
*Energy is unfocused, tries to do everything with little
sense of priority
*Regularly over promises and under delivers
*Takes an expedient route that compromises PHTs
values
*Presents a one-sided case, blames others for mistakes
*Ignores bad behaviour allowing others to replicate
*Accepts poor performance and the impact it has on
productivity
Negative
Strategic Approach
Clarity on objectives, clear on expectation
*Reactive with no initiative and little consideration to
the patient
*Makes little or no reference to the organisational
strategy
*Unable to articulate the objective leading to
confusion and inconsistent messages
*Plans are overly rigid with little ability to adjust to
unforeseen changes
Negative
Positive
*Plans and takes initiative in the best interest of the
patient
*Makes decisions based on organisation strategic
direction
*Makes success criteria clear to others and focuses
them on what matters most
*Avoids major problems through anticipation and
contingency planning
Relationship building
Communicate effectively, be open and willing to
help, courtesy, nurtures partnerships
*Focuses on own needs and does not listen to others
*Makes little effort to ask, listen or consider the
*needs and interest of others
*Ignores key stakeholders in planning change,
imposes own agenda
Negative
*Articulates a compelling vision of how things could be
and might be
*Consistently delivers on promises
*Consistently acts in accordance with, and champions
PHTs values
*Displays sensitivity to the needs and feelings of others
*Has a zero tolerance to, and challenges bad behaviour
*Actively manages poor performance
Positive
*Consistently seeks to understand and meet the
needs and interests of patients
*Asks open questions and listens to other ideas to
develop joint solutions
*Involves key stakeholder and staff in planning
organisational change
Performance Through Teams
Positive
Champion positive change, develop staff, create a culture
without fear of retribution, actively listen and value contribution, feedback
and empower staff, respect diversity
*Invests little or no effort in developing teams members
*Excludes team members from planning and keeps them
in the dark
*Engenders a competitive and non-cooperative
atmosphere
*Makes little or no effort to engage team members
*Fails to match available resource to demand priorities
*Fails to listen, ignores concerns and makes bad news
unwelcome
Negative
*Takes proactive steps to develop team members
using a variety of approaches
*Involves team members in planning and delivering
change
*Stimulates and communicates cross disciplinary
communication
*Recognises and rewards effort, not just achievement
*Matches the needs of activity to available resources
*Seeks out and listens to team members and
stakeholders, welcoming warnings or problems
Passion To Succeed
Patient centred, positive attitude, take action, take pride,
take responsibility, aspire for excellence
*Emphasises what is going wrong rather than what is
going well
*Loses patience and professionalism in stressful
situations
*Quick to take a defeatist attitude when faced with
unforeseen obstacles
*Loses energy and enthusiasm when faced with
challenges, becomes negative
*Create fearfulness amongst colleagues and staff
*Sits in the background and displays a lack of
ownership
Positive
*Motivates others through infectious enthusiasm
and ‘can do’ attitude
*Maintains optimism and professionalism in
stressful situations
*Emphasises the positive side of difficulties,
portraying them as opportunities
*Finds ways around seemingly insurmountable
obstacles, not easily defeated
*Infuse pride and joy in work
*Lead by example by taking responsibility, being
compassionate and aspiring for excellence